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6 Ways to Get Even the Most Difficult Clients On Board

Tough customers, tough cookies…however you want to say it. We all experience them, no matter what industry we play in. We can look at it like a dance, and sometimes its just not that graceful. Here’s some great tips from another Inc.com article. Stay tuned for my own series on handling customers of all types!

6 Ways to Get Even the Most Difficult Clients On Board

When it comes to clients, some are more difficult to land–and work with– than others. What is the most successful thing you can do to get a difficult client to buy into your idea, product or service? We asked members of the Entrepreneurs’ Organization to provide their best advice.

Stand your ground.

A client wanted us to build some complex custom software within an aggressive deadline and budget. I had to stand my ground and calmly assert that we had carefully reviewed his request, and that our best solution was far outside his desired parameters. These conversations were difficult, but I knew that if we acquiesced, we would set unrealistic expectations for the client. It is much better to be forthright at the start than to pretend it would all work out.

Show the full process.

Clients who don’t understand the process are usually classified as “difficult.” For most, the solution is to visualize the process. What has worked for us is to show examples of past project schedules and the associated deliverables so that the client knows what to look forward to. We do this during the sales process and initial engagement. Once expectations are aligned, it’s easy to work with the client to get what is needed and keep things on track.

Leverage what you know.

A great product or service can break the ice when meeting a new client. Let them try! When we visit a big client for the first time, we bring fresh Maine lobster and make lobster rolls right in the conference room. It may be a little easier for us with food, but it can work for many businesses.

Use data.

One thing I’ve done is leverage data to drive narrative and influence the client’s decision-making. Clients can always argue against hunches and perspectives, but using data that we all agree is valid can define the context around the decision and showcase the rationale behind recommendations. In other words, truth is truth, and being transparent makes disagreements less likely.